Adapting business operations to the pace of frontier technology.
At Hedra, I’m learning what a startup looks like on the inside. As Chief of Staff, I work directly with the CEO across finance, people, compliance, and growth. The breadth has been unlike anything I’ve experienced: decisions about cash, hiring, product, and marketing arrive together, often before there’s an established process or an obvious owner.
My work spans managing P&L and controlling burn, coordinating global tax compliance, and driving SOC 2 readiness. I’ve handled hiring and employee operations, real estate and insurance, and the investor materials that support fundraising. During my time at Hedra, monthly revenue has grown by over 40%. That means moving between the larger business question and the details that make an answer trustworthy-reconciling a financial report, negotiating a commercial term, or making sure a process holds up under scrutiny.
To keep punching above my weight as a biz ops team of 1, I’m turning recurring work into systems for reuse, documented and shared across the entire executive team. I’ve developed a GitHub repository of business-operations agents and skills, covering workflows such as user access reviews, offboarding, NDA drafts, and invoicing. Working with Codex and Claude has made me more deliberate about how I define a process.
Increasingly, my work sits closer to the product and the technology beneath it. I’m contributing to sales materials and GTM motions and helping translate Hedra’s evolving product vision into its fundraising narrative. Alongside that, I’m sourcing compute providers and negotiating hardware, capacity, pricing, and the commercial terms for 8 figure deals. Understanding the language of engineers is core to the job. The learning curve has been significant, yet it's so satisfying when an opaque technical concept around inference, GPU architecture, or a random product constraint suddenly c l i c k s in my head. I'm always trying to ask better questions and connect these technical decisions to business consequences.
Without a doubt, the hardest part of this role is deciding what deserves attention when quite literally everything feels like it's the end of the world. I move between unfamiliar problems and make decisions with incomplete information. There’s a particular ambition to working this early: you do everything you can to give the company a chance to win. Some approaches work, others change, and the learning becomes part of how you tackle the next problem.